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Article
Publication date: 17 April 2009

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

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Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

TMD Friction (TMD) is an international manufacturer of friction materials, used mostly for vehicle brakes, operating in the UK, USA, Brazil, Mexico, France, Italy, Sweden, Spain, China, Japan, and Romania, with its head office in Leverkusen in Germany. In “Managing cultural transformation in a multinational business”, Steven Smith and Christoph Kuth describe and analyze the effects of TMD's financial restructuring over a twelve month period from 2006, and quantify its startling results. Smith is a member of Quest Worldwide, the change specialists initially employed by TMD, and Kuth works for TMD.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

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Article
Publication date: 1 January 2009

Steve Smith and Christoph Kuth

This case study feature sets out to describe how a global manufacturing business, TMD Friction, changed its organizational culture and became a much more successful business over…

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Abstract

Purpose

This case study feature sets out to describe how a global manufacturing business, TMD Friction, changed its organizational culture and became a much more successful business over a 12‐month period through the implementation of a change management program with people policies at its core.

Design/methodology/approach

The paper explores the change program that was devised and implemented by Quest Worldwide, an international management consultancy. The program started with strategy workshops for leadership teams followed by extensive management development and workforce training. The changes in behavior and practices were sustained with an organizational review process.

Findings

Numerous examples of a change of culture are evident and the company met demanding performance targets.

Research limitations/implications

The change process should be applicable to most types of organizations but it is designed for the larger, more complex organization and would perhaps need to be simplified for a smaller one. The change process should work in all cultures, as it was applied in 11 different locations for this global company.

Practical implications

The steps in the change process have been tried and tested in many other organizations and have proven to be effective.

Originality/value

It is perhaps unusual to target cultural change deliberately in order to improve the performance of an organization. The fast pace of change delivered a high return for the company.

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Article
Publication date: 1 January 2009

Sara Nolan

301

Abstract

Details

Strategic HR Review, vol. 8 no. 1
Type: Research Article
ISSN: 1475-4398

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